金錢與快樂 富豪怎麼看? |
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‧柏恩斯坦與史旺 2008/12/06 |
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【前言】 本文作者為彼得‧柏恩斯坦、安娜蓮.史旺,他們兩位在過去這二十五年來曾任職《美國新聞與世界報導》、《時代》雜誌、《新聞週刊》與《財星》雜誌新聞記者與編輯,是業界老兵。柏恩斯坦曾與人合編《The New York Times Practical Guide to Practically Everything》並主編《The Ernst & Young Tax Guide》。 史旺與馬克.史帝芬斯(Mark Stevens)合著的《De Kooning: An American Master》,曾被《紐約時報書評》選為2005年十大好書,並贏得「普立茲獎」與「美國書評獎」。 同樣住在紐約的柏恩斯坦與史旺,共同創辦了「ASAP Media」,協助催生了《聖血與聖杯之謎:公審達文西密碼》(Secrets of the Code:The Unauthorized Guide to the Mysteries Behind The Da Vinci Code)。 金錢與快樂的關係 富豪怎麼看? 最後,來談個關於鉅額金錢,一直讓人們津津樂道的老問題:百萬、億萬富豪有了金錢,就真的快樂嗎?或至少比較快樂嗎?富比世富豪真的認為,自己得到財神眷顧嗎? 哈佛大學心理學教授吉伯特(Daniel Gilbert),在他的近作《快樂為什麼不幸福?》(Stumbling on Happiness)中評論:「經濟學家與心理學家花了幾十年研究財富與幸福的關連,他們的結論常常是,如果財富讓人脫離赤貧,進入中產階級,那麼財富會讓人更快樂,但此後,財富對增加幸福沒有幫助。在美國,每年賺5萬美元的人,比賺1萬美元的人快樂許多,但年收入500萬美元的人,並不比年收入10萬美元的人快樂多少。」吉伯特寫道,一旦你的金錢解決了貧窮、病痛、恐懼和疲累的生活問題,「你其他的錢,只是越積越多的廢紙堆罷了。」 毫無疑問,他說得對,但對於某些想到自己的財富迅速增加就眉開眼笑的人而言,吉伯特也許低估了這樣累積財富所帶給他們的樂趣。如里奇(Cary Reich)寫的投資銀行家梅耶(Andre Meyer)傳記《金融巨頭》(Financier)裡所述,另一位著名的銀行家對於梅耶「對金錢那種幾近肉欲的眷戀」感到嘖嘖稱奇。「只要擁有它、感受到它、佔有它,就能帶給他無上的樂趣。金錢是成功的象徵,令他著迷的,就是這種象徵,而不是金錢的實際用途。」 可以料想得到,詢問富比世富豪對金錢與快樂的看法時,也是眾說紛紜,但大體來說(或許不太令人意外),他們都認同這兩者有其關連。以下是其中幾位的回答抽樣,再加上幾則從《富比世》創辦人B.C.富比世等其他人口中,對於金錢與快樂的警句妙語。被封為成功人士時,我們努力得到的金錢、地位或名氣,並不會滿足我們期待的喜悅。那些東西也許令人陶醉、讓我們感到虛榮,也許還喜不自勝,但只會是一時的。但是,光是我們察覺到成就本身的價值,就能感到快樂。財富要看精神層面,而不是物質層面。 ─ B.C.富比世(轉載自《富比世》雜誌1984年10月號,富比世400大富 豪專刊) ●要說若失去健康,就不會快樂,這非常容易理解。但如果是身體健康、有見地,而且還有錢,那就更好了。 ●儘管看似陳腔濫調,但我的結論還是不變,唯一能衡量一個人的成功,就看他對自己表現的滿意程度。我不會天真到認為金錢了無助益,但我認識的人當中,有豐厚財產卻不快樂的,要比快樂的人多。 ●金錢也許無法帶來快樂,不過金錢可以營造出亂真的假象,而且通常難辨真假。 ●快樂的人有了錢很可能會更快樂,不快樂的人有了錢,也不會快樂。金錢解決不了這問題;至少,以前我母親是這樣說的─而且這是事實。 ●如果沒錢,我會像現在這樣快樂嗎?絕對會。但我一定得老實說;一旦你有了錢,回顧過往,知道自己不必再重來一遍的感覺很好。如果我一直在奧勒岡州羅斯柏格鋸木工廠做工,也許,我可能會像我老爸(變成靠救濟金養家的牧師),越過籬笆朝外望,心想我或許會做什麼,能夠做什麼。 ●我的人生是一則童話故事,只不過最後成真了。 ●金錢也許無法讓你開心,但能讓生活更便利,還讓我們能夠幫助窮人。 ●金錢不會帶來快樂,它會讓事情複雜難解。 ●不過還是可以花錢;突然有爽快花錢的機會,然後花掉,這無疑是難 得的快感。 ●所有研究都認為,財富能帶來快樂,不過為時不長。我讀了一篇研究報告,它發現,除了幫人解決事情之外,唯一能讓人快樂的,就是跳舞。 ●就在我的公司成功之後,年輕的我認識了一些世上最富有的人,我發現他們居然是那麼不快樂又寂寞。比如大亨霍華.休斯,他協助我們為尋找戰俘奔走時,是個離群索居的人。但他不會再度露面。我了解到,金錢與快樂沒有什麼關聯。 ●我衡量成功的方式是有多常開口笑。如果我微笑著醒來,對這一天充滿期待,那就是成功。我現在的感受,就和一貧如洗跟五個室友同住的時候一樣。金錢無法讓你快樂,但它確實能讓你的人生過得輕鬆許多。如果你沒錢時就很快樂,那你有錢時,就很容易樂不可支。 ●我們從來不在乎金錢。比致富更重要的是家人、朋友以及環境的清潔。我跟我老婆各開一輛Prius。 ●我認為,得不到真正快樂的有錢人,有時會退而依賴可悲的替代方法─就是炫耀賣弄。 ●我和百萬富翁犯沖,要奉送我當百萬富翁,恐怕會有危險。 (本文轉載自彼得‧柏恩斯坦及安娜蓮.史旺新書《滾錢記:跟著富比世400大富豪學賺錢》,中文譯本由早安財經文化有限公司出版) |
Saturday, December 6, 2008
金錢與快樂 富豪怎麼看?
Monday, December 1, 2008
Power and Dependency
Power has been described as the last dirty word. It is easier fort most of us to talk about sex or money than it is to talk about power. People who have it deny it, people who want it try not to appear to be seeking it, and those who are good at getting it are secretive about how they got it.
"Power corrupts, and absolute power corrupts absolutely" Is power always bad?
The truth is, by learning how power works in organization, you'll be better able to use your knowledge to help you be a more effective manager.
A definition of Power
Power refers to a capacity that A has to influence the behavior of B so that B acts in accordance with A's wishes. This definition implies a potential that need not be actualized to be effective and a dependency relationship.
Power may exist but not be used. It is, therefore, a capacity or potential. One can have power but not impose it. Probably the most important aspects of power is that it is a function of dependency.
Contrasting leadership and power
What differences are there between the two terms? One difference relates to goal compatibility.
Power does not require goal compatibility, merely dependence.
Leadership, on the other hand, requires some congruence between the goals of the leader and those being led.
A second difference relates to the direction of influence. Leadership focuses on the downward influence on one's followers. It minimizes the importance of lateral and upward influence patterns. Power does not.
(that's why I think 360-degree leadership is little confusing about those two terms, in my opinion, Robbins is right)
Bases of power
Formal power
Formal power is based on an individual's position in an organization. Formal power can come from the ability to coerce or reward, or from formal authority.
Coercive Power
The coercive power base is dependent on fear. At the organization level, A has coercive power over B if A can dismiss, suspend, or demote B, assuming that B values his or her job.
Coercive power also can come from withholding key information. People in an organization who have data or knowledge that others need can make those others dependent on them.
Reward Power
The opposite of coercive power is reward power.
Legitimate Power
In formal groups and organizations, probably the most frequent access to one or more of the power bases is one's structural position. This is called legitimate power. It represents the formal authority to control and use organizational resources. Legitimate power is broader than the power to coerce and reward.
Personal Power
Expert power
Reference power
Dependency: the key to power
What creates dependency?
-Importance
-scarcity
-Nonsubstitutability
~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~
Stephen P. Robbins and Timothy A. Judge
Organizational Behavior
Twelfth Edition
"Power corrupts, and absolute power corrupts absolutely" Is power always bad?
The truth is, by learning how power works in organization, you'll be better able to use your knowledge to help you be a more effective manager.
A definition of Power
Power refers to a capacity that A has to influence the behavior of B so that B acts in accordance with A's wishes. This definition implies a potential that need not be actualized to be effective and a dependency relationship.
Power may exist but not be used. It is, therefore, a capacity or potential. One can have power but not impose it. Probably the most important aspects of power is that it is a function of dependency.
Contrasting leadership and power
What differences are there between the two terms? One difference relates to goal compatibility.
Power does not require goal compatibility, merely dependence.
Leadership, on the other hand, requires some congruence between the goals of the leader and those being led.
A second difference relates to the direction of influence. Leadership focuses on the downward influence on one's followers. It minimizes the importance of lateral and upward influence patterns. Power does not.
(that's why I think 360-degree leadership is little confusing about those two terms, in my opinion, Robbins is right)
Bases of power
Formal power
Formal power is based on an individual's position in an organization. Formal power can come from the ability to coerce or reward, or from formal authority.
Coercive Power
The coercive power base is dependent on fear. At the organization level, A has coercive power over B if A can dismiss, suspend, or demote B, assuming that B values his or her job.
Coercive power also can come from withholding key information. People in an organization who have data or knowledge that others need can make those others dependent on them.
Reward Power
The opposite of coercive power is reward power.
Legitimate Power
In formal groups and organizations, probably the most frequent access to one or more of the power bases is one's structural position. This is called legitimate power. It represents the formal authority to control and use organizational resources. Legitimate power is broader than the power to coerce and reward.
Personal Power
Expert power
Reference power
Dependency: the key to power
What creates dependency?
-Importance
-scarcity
-Nonsubstitutability
~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~
Stephen P. Robbins and Timothy A. Judge
Organizational Behavior
Twelfth Edition
The 360 degree leader (2005)
Developing your influence from anywhere in the organization
by John C. Maxwell
Don't wait for that promotion. Start leading now. Right where you are.
Do you know the middle of an organization is often the optimal place to practice, exercise, and extend your influence?
Lead up by: Lighting your leader's load; being willing to do what other s won't; knowing when to push and when to back off...
Lead across by: Completing your fellow leaders (without competing); letting the best idea win; practicing the "leadership loop"
Lead down by: Walking through the halls...slowly; transferring the vision; rewarding for results.
Contents
1. The myths of leading from the middle of an organization
2. The challenges 360-degree leaders face
3. The principles 360-degree leaders practice to lead up
4. The principles 360-degree leaders practice to lead across
5. The principles 360-degree leaders practice to lead down
6. The values of 360-degree leaders
Special section: Create an environment that unleashes 360-degree leaders
page 55
Self-promotion vs. Selfless promotion
Me first Others first
Move up Build up
Guard information Share information
Take credit Give credit
Hog the ball Pass the ball
Dodge the ball Share the ball
Manipulate others Motivate others
page 97
Lighten your leader's load-Lifting gets you noticed
How often you lift -> How the leader responds
Once or twice "Thanks."
Many times "I need you."
Continually "Let me help you"
page 161
The leadership loop
Take a look at the following graphic, which will give you an idea of what the leadership loop looks like:
Caring->Learning->Appreciating->Contributing->Verbalizing->Leading->Succeeding->Caring...
by John C. Maxwell
Don't wait for that promotion. Start leading now. Right where you are.
Do you know the middle of an organization is often the optimal place to practice, exercise, and extend your influence?
Lead up by: Lighting your leader's load; being willing to do what other s won't; knowing when to push and when to back off...
Lead across by: Completing your fellow leaders (without competing); letting the best idea win; practicing the "leadership loop"
Lead down by: Walking through the halls...slowly; transferring the vision; rewarding for results.
Contents
1. The myths of leading from the middle of an organization
2. The challenges 360-degree leaders face
3. The principles 360-degree leaders practice to lead up
4. The principles 360-degree leaders practice to lead across
5. The principles 360-degree leaders practice to lead down
6. The values of 360-degree leaders
Special section: Create an environment that unleashes 360-degree leaders
page 55
Self-promotion vs. Selfless promotion
Me first Others first
Move up Build up
Guard information Share information
Take credit Give credit
Hog the ball Pass the ball
Dodge the ball Share the ball
Manipulate others Motivate others
page 97
Lighten your leader's load-Lifting gets you noticed
How often you lift -> How the leader responds
Once or twice "Thanks."
Many times "I need you."
Continually "Let me help you"
page 161
The leadership loop
Take a look at the following graphic, which will give you an idea of what the leadership loop looks like:
Caring->Learning->Appreciating->Contributing->Verbalizing->Leading->Succeeding->Caring...
Leadership: the Hard Way (2008)
why leadership can't be taught -and how you can learn it anyway
by Dov Frohman with Robert Howard
"They say that leadership cannot be taught-at least not in classes and slides-but it can be learned, especially in turbulent times, with brilliance and open-spiritedness." -Bernard Avishai
- George Stalk
In this book, Frohman-iconoclastic innovator and founder of Intel Israel-and coauthor Robert Howard present a method of living and working that can truly facilitate the learning of leadership. Their method shows how to go against the current, fight conventional wisdom, and embrace the unexpected. It is about trusting oneself and valuing intuition, principles, and imagination as much as hard skills and analysis.
Contents
Introduction: Flying through a thunderstorm
1. Insisting on survival
-A wartime childhood
2. Leading against the current
-Apart from the mainstream
-From the periphery to the center
3. Leveraging random opportunities
-Turning a problem into a product
-Staying true to a vision
-Striking when the iron is hot
4. Leadership under fire
-Scud business as usual
-Delivering-No matter what
5. The soft skills of hard leadership
-Freeing up time
-The discipline of Daydreaming
-Trusting-and Testing-Intuitions
-Communicating through behavior
6. Making values real
-Being relentless about values
-Transparency, Not purity
7. Bootstrapping leadership
-Staying true to your passion
-Learning from your people
Epilogue: Knowing when to let go
by Dov Frohman with Robert Howard
"They say that leadership cannot be taught-at least not in classes and slides-but it can be learned, especially in turbulent times, with brilliance and open-spiritedness." -Bernard Avishai
In this book, Frohman-iconoclastic innovator and founder of Intel Israel-and coauthor Robert Howard present a method of living and working that can truly facilitate the learning of leadership. Their method shows how to go against the current, fight conventional wisdom, and embrace the unexpected. It is about trusting oneself and valuing intuition, principles, and imagination as much as hard skills and analysis.
Contents
Introduction: Flying through a thunderstorm
1. Insisting on survival
-A wartime childhood
2. Leading against the current
-Apart from the mainstream
-From the periphery to the center
3. Leveraging random opportunities
-Turning a problem into a product
-Staying true to a vision
-Striking when the iron is hot
4. Leadership under fire
-Scud business as usual
-Delivering-No matter what
5. The soft skills of hard leadership
-Freeing up time
-The discipline of Daydreaming
-Trusting-and Testing-Intuitions
-Communicating through behavior
6. Making values real
-Being relentless about values
-Transparency, Not purity
7. Bootstrapping leadership
-Staying true to your passion
-Learning from your people
Epilogue: Knowing when to let go
Sunday, November 30, 2008
Monterey Park Library Story Time (Mandarin)
Posted September 22nd, 2007 by dbraden in Children
Start: 12/01/2008 - 3:00pm
Timezone: Etc/GMT-7
The program is free and no registration is required. Suitable books are available for checkout after the storytime. Come a few minutes early, so the children can meet the librarian and get a seat.
318 S. Ramona Ave., Monterey Park, CA 91754 626-307-1366 Fax:626-288-4251
Start: 12/01/2008 - 3:00pm
Timezone: Etc/GMT-7
The program is free and no registration is required. Suitable books are available for checkout after the storytime. Come a few minutes early, so the children can meet the librarian and get a seat.
318 S. Ramona Ave., Monterey Park, CA 91754 626-307-1366 Fax:626-288-4251
Winter Craft Day
Kids make winter-themed crafts
Saturday December 13
Noon to 3 p.m.
Free! No registration!
Crowell Public Library, City of San Marino, 1890 Huntington Drive San Marino, CA 91108
626.300.0777 smpl "at" ci.san-marino.ca.us
Saturday December 13
Noon to 3 p.m.
Free! No registration!
Crowell Public Library, City of San Marino, 1890 Huntington Drive San Marino, CA 91108
626.300.0777 smpl "at" ci.san-marino.ca.us
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